A PRIVATE 90-DAY PARTNERSHIP FOR SENIOR WOMEN SALES AND REVENUE LEADERSPrivate support for the parts of revenue leadership that still depend too heavily on you.
Former EVP in sales and operations. Counselor. Strategic partner for the human side of revenue leadership.
You lead through other people and own a meaningful commercial outcome. Yet important decisions, emerging risks, follow-through, and difficult conversations may still rely on your direct attention more often than the role should require.
The 90-Day Strategic Capacity Partnership helps you identify the two or three places creating the greatest unnecessary dependence on you, understand what is keeping those patterns in place, and make practical changes while continuing to lead the business.
The work is designed for accomplished women who want to keep advancing. It considers the commercial role, the people and systems around it, and the responsibilities outside work that affect what is realistic and sustainable.
The role can grow faster than the structure around it.
As your scope expands, you become responsible for more people, more consequential decisions, and a larger commercial outcome. The way authority, information, ownership, and support are organized around you may not evolve at the same pace.
You may still be the person managers return to for routine approval. You may need to ask several questions before the actual risk becomes clear. A responsibility may have been assigned elsewhere while you continue tracking deadlines, coordinating people, and preparing for what could go wrong.
Some of that involvement is appropriate. Senior leadership requires judgment, accountability, and visibility into meaningful risk. The question is whether your involvement reflects work that genuinely requires your level of leadership or an arrangement that has quietly become dependent on your availability.
Outside work, family, caregiving, household, health, and relationships may require many of the same forms of attention: noticing, planning, deciding, coordinating, and following through. Those responsibilities are not automatically a problem. They do affect what your current professional operating model costs and what a workable change needs to account for.
These patterns can exist while you and your team continue performing well. Your capability may be one of the reasons the underlying dependence remains difficult for other people to see.
*Complimentary 20-minute fit conversation. No pressure. No preparation required.
This partnership assumes you are already capable.
You did not reach senior sales or revenue leadership by accident.
You know how to build relationships, solve problems, respond to setbacks, and remain credible when the business is uncertain. You are not looking for basic sales instruction or generalized advice about confidence and balance.
The work begins with the leadership responsibilities already in front of you. Together, we examine where your direct involvement is necessary, where it may be compensating for something unresolved, and what would allow responsibility to be carried more effectively.
This partnership may be relevant when:
You lead a sales or revenue team and own a meaningful commercial outcome.
You are navigating a promotion, expanded mandate, difficult quarter, aggressive target, team challenge, or increased executive visibility.
Managers continue returning decisions that should sit within their authority.
Important information reaches you after your available options have narrowed.
Work assigned elsewhere still requires your planning, reminders, coordination, or monitoring.
A consequential conversation or decision is taking more attention than the situation itself.
Commercial pressure remains active long after you have taken the action currently available to you.
Responsibilities outside work are drawing from the same attention and judgment your leadership role requires.
You want direct, thoughtful support that respects both your ambition and the complexity of the role.
What we can work to change over ninety days
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Clarify who can decide, what requires escalation, and what new information would justify reopening an agreed direction.
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Examine how concerns move through the organization and establish clearer expectations for what should be raised, when, and in what form.
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Identify who is responsible for planning, coordination, routine judgment, monitoring, and follow-through, not only who produces the visible result.
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Prepare for employee, peer, executive, customer, or personal conversations in which the objective, language, authority, and next step all matter.
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Distinguish the business action still required from the vigilance and mental activity that continue after no further action is currently available.
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Examine the planning, caregiving, household, relational, and personal responsibilities that affect what your professional role can reasonably require.
Some seasons will still be intense.
The difference is that intensity becomes more deliberate and less structurally dependent on you.
What Strategic Capacity means in this partnership
Strategic Mental Fitness is the broader framework behind my work. It examines how pressure affects judgment, behavior, communication, and the choices people make when the stakes are high.
Strategic Capacity applies that thinking to the practical realities of revenue leadership.
Before recommending a change, we determine what kind of problem you are facing. A decision may keep returning because authority is unclear, because a manager needs development, because executives are not aligned, or because a difficult consequence has not been addressed. Delegated work may remain with you because the handoff was incomplete, the workload is unrealistic, follow-through is weak, or your intervention has become part of how the work gets completed.
The same visible problem can require very different leadership responses. Our work is to understand the condition accurately enough to choose one that fits.
Commercially grounded
We work inside the reality of targets, forecasts, people, customers, executive expectations, organizational politics, and consequential business decisions.
Psychology-informed
We examine how responsibility, identity, loyalty, guilt, control, conflict, ambition, and prior experience influence what happens when the outcome matters.
Practically applied
The work becomes decisions, conversations, reporting agreements, ownership changes, requests for support, and actions you can use in the situations already happening.
HOW THE 90-DAY PARTNERSHIP WORKS
1. Understand what is happening
We begin with a brief Starting Reflection and a private 90-minute Strategic Capacity Diagnostic.
We examine your commercial mandate, team, current sources of pressure, responsibilities outside work, and several specific situations that show how the problem is functioning.
The purpose is not to assess every part of your leadership or life. We are looking for the two or three areas where focused change is likely to create the greatest practical value.
2. Establish the priorities
Following the diagnostic, you receive a personalized Strategic Capacity Brief.
It includes:
A Commercial Pressure and Capacity Map
Two or three 90-day priorities
The current working explanation for each problem
Initial actions
Personalized indicators of meaningful progress
The brief distinguishes what we know from what still needs to be tested. We adjust it when new information materially changes our understanding.
3. Apply the work to current situations
Across six private coaching and strategy sessions, we work with the decisions, conversations, team dynamics, and personal demands already affecting your week.
Defined support between meetings gives you a place to bring a brief, time-sensitive question when a decision changes, an important conversation approaches, or implementation does not unfold as expected.
After each session, you receive a concise Decision and Action Brief documenting what became clearer, what was decided, who owns the next step, and what to watch before we meet again.
4. Review what holds
Near the end of the active ninety days, we develop a Sustainability and Early-Warning Plan.
It identifies:
The changes that need to remain in place
The conditions most likely to pull you back into the old pattern
Early signs that responsibility is becoming concentrated with you again
What action or conversation should happen when those signs appear
Approximately thirty days later, we meet for an Integration Review to evaluate what held, what changed, and what requires further adjustment.
What your partnership includes
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A private starting session focused on understanding where decisions, information, ownership, communication, commercial pressure, or responsibilities outside work are requiring disproportionate attention.
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A concise synthesis containing your Commercial Pressure and Capacity Map, two or three partnership priorities, first actions, and personalized indicators of progress.
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Confidential one-to-one work across the ninety days, focused on current decisions, leadership dynamics, conversations, and implementation.
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Brief text or voice-note support for time-sensitive leadership questions, changes in the situation, and preparation that cannot reasonably wait until the next session.
Responses are provided by the end of the next business day, excluding weekends, holidays, and communicated time away. Longer or more complex issues move into a scheduled session.
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Preparation for consequential decisions, meetings, and conversations through the private sessions and defined support channel.
This may include clarifying your objective, separating facts from interpretation, considering stakeholder dynamics, developing language, and planning the follow-through.
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A concise written synthesis after each session so you do not have to reconstruct what was decided or organize the entire process yourself.
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Decision, communication, ownership, responsibility, values, and commercial-pressure tools selected because they apply to an issue you are currently addressing.
There is no general resource library you are expected to complete.
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A personalized plan for recognizing when earlier patterns are beginning to return and responding before they again become the normal way your role operates.
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A private follow-up approximately thirty days after active support ends to evaluate which changes held, what the real conditions taught us, and what may still require attention.
The partnership is built around the work already in front of you.
There is no separate curriculum, large content library, or standard sequence of weekly assignments.
You bring the decisions, conversations, working relationships, and responsibilities already shaping your days. I retain the context, help distinguish among possible causes, prepare written summaries, and introduce tools when they are relevant to the work.
Meaningful change will still require action from you. You may need to make a consequential decision, communicate more directly, allow another person to carry responsibility differently than you would, ask for support, or accept a tradeoff that cannot be removed through additional analysis.
Your effort is directed toward those real changes rather than toward managing another program.
Commercial issues give us the context for the work.
We may work on:
Decision authority and ownership
Leading managers and developing judgment
Early communication of commercial risk
Delegation, follow-through, and accountability
Difficult employee, peer, CEO, or board conversations
Executive and cross-functional influence
Performance and role-fit decisions
Commercial pressure and its effect on your leadership
Promotion, role expansion, and increased visibility
Values and competing professional and personal commitments
Support, recovery, travel, and deliberately chosen periods of intensity
Responsibilities outside work that materially affect your leadership capacity
The partnership does not include:
Pipeline or CRM audits
Lead-generation strategy
Sales-methodology design
Territory or compensation-plan design
Team-wide sales training
Marketing campaign creation
Fractional CRO services
Ownership of your organization’s revenue strategy
Psychotherapy, mental-health crisis care, or emergency support
Legal, HR, compliance, medical, or financial advice
Guaranteed revenue, promotion, health, or relationship outcomes
A commercial situation may be the reason we begin working together. The focus remains your leadership, judgment, communication, and the structure surrounding your role.
Why my background is relevant to this work
“Her experience and insights have been key to my making the business and personal choices required for me to step up and experience success.” - Jennuine
I spent 14 years in corporate leadership, advancing through sales roles and eventually serving as an Executive Vice President overseeing sales and operations.
I understand the pressure of owning a meaningful result, leading people through uncertainty, communicating risk upward, managing cross-functional complexity, and having others look to you when the business needs a clear response.
I also trained as a counselor. That work taught me to pay attention to the parts of leadership that business strategy alone does not explain: identity, guilt, emotional responsibility, control, conflict, relationships, and the patterns that can keep work attached to one capable person.
At one point, I was working close to 100 hours a week across corporate leadership and counseling. I was succeeding in both careers, and the structure supporting that success was unsustainable.
Rebuilding changed how I delegated, made decisions, used support, protected recovery, and understood the values underneath my ambition. That experience does not become a formula I impose on clients. It gives me a grounded understanding of what it is like to care deeply about meaningful work while recognizing that the structure around it needs to change.
Today, I bring together executive experience, business strategy, psychological training, and lived understanding to help senior women revenue leaders examine the complete reality of how they lead.
What this work asks from you
The partnership is highly personalized, but it is not passive.
You do not need to arrive with a polished explanation, know the cause of the problem, or perform being an ideal coaching client. You do need to be willing to examine the situation honestly, including the external conditions around you and the ways your own responses may be affecting it.
The work is most useful when you are willing to:
Bring current situations rather than discussing leadership only in general terms.
Consider more than one explanation before deciding what the problem is.
Receive direct, thoughtful feedback.
Make decisions and have conversations that only you can complete.
Test a revised agreement or leadership approach and report honestly about what happened.
Recognize when another professional resource is needed.
Make deliberate tradeoffs rather than waiting for an answer with no cost.
Use the support available when implementation becomes difficult.
Another form of support may be more appropriate when your primary need is:
Sales tactics, pipeline strategy, or commercial execution consulting
Team-wide training
A fractional revenue executive
Someone to make leadership decisions for you
Psychotherapy or treatment of a mental-health condition
Crisis or emergency support
Formal HR, legal, compliance, medical, or financial guidance
Validation without a willingness to examine what may need to change
My counseling background informs the depth of the work. The Strategic Capacity Partnership remains executive coaching and strategic support.
Investment and availability
$6,000 paid in full
or Three monthly payments of $2,100 (the payment plan totals $6,300)
Because I personally provide the diagnostic work, private sessions, written synthesis, and between-session support, I work with a small private roster and accept a limited number of new clients each month.
When the current start period is full, the next available start date will be offered.
Why address the pattern now?
The arrangements that depend on your involvement tend to become established ways of operating.
Managers learn which decisions will return to you. Teams become accustomed to your follow-up. Closer monitoring begins to feel necessary after information arrives late. Work is delivered successfully because you continue supplying coordination that no one else sees.
The longer that continues, the more difficult it becomes to tell what genuinely requires your leadership and what has simply grown around your availability.
Addressing one or two recurring patterns while the business is functioning gives you more room to make a deliberate change than waiting until a promotion, difficult quarter, team departure, or personal demand places greater strain on the same structure.
The Meaningful Progress Commitment
At the beginning of the partnership, we will agree on two or three personalized indicators of meaningful progress.
They may involve:
A recurring decision no longer returning for routine approval
A material concern reaching you earlier
One responsibility requiring less monitoring and follow-up
A difficult conversation being completed
A clearer agreement about ownership or authority
Reduced after-hours attention connected to one specific issue
A professional or personal decision moving forward with its tradeoffs understood
We review those indicators at the midpoint, near the end of the active ninety days, and during the 30-Day Integration Review.
When you participate fully, use the available support, complete the limited actions we agree upon, and show no meaningful progress on any agreed indicator by the Integration Review, two additional private sessions will be included at no additional fee.
The participation requirements, timing, and complete eligibility terms are provided in the client agreement.
FREQUENTLY ASKED QUESTIONS
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This is executive coaching and strategic thought partnership for senior women who lead sales and revenue teams.
We may work with a forecast conversation, customer escalation, team issue, or commercial decision because those situations are part of your leadership reality.
The partnership does not provide pipeline audits, sales methodology, lead-generation strategy, team-wide sales training, or fractional revenue leadership.
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Ninety days gives us enough time to understand the pattern, make a practical change, and observe what happens when that change meets real people and business conditions.
It also gives the work a defined initial commitment. You do not have to purchase an open-ended year of coaching before understanding how the relationship supports you.
The purpose is not to redesign every part of your leadership and life in three months. We select two or three priorities where meaningful movement is realistic and valuable.
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The partnership begins with the 90-minute Strategic Capacity Diagnostic.
The first working session is normally held approximately one week later. The remaining sessions are scheduled approximately every two weeks, with the sixth active session completed by Day 90.
The 30-Day Integration Review is scheduled during onboarding so you do not have to remember to arrange it later.
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There is no standard homework schedule or curriculum to complete.
Any action between sessions is connected to a decision, conversation, responsibility, or change already affecting your role or life.
You receive Decision and Action Briefs and relevant tools so you are not responsible for remembering and organizing the entire process yourself.
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Between-session support is designed for brief, time-sensitive leadership moments.
You may use it to:
Clarify a decision
Think through a change in circumstances
Prepare the opening of an upcoming conversation
Request brief feedback on a short message
Report what happened after an agreed action
Determine whether a more complex issue should wait for a scheduled session
Responses are provided by the end of the next business day, excluding weekends, holidays, and announced time away.
Extensive documents, presentations, contracts, full coaching conversations by text, and emergency support are not included.
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Yes, when it is relevant to the decision, support, recovery, or leadership issue we are addressing.
Professional and personal responsibilities operate within the same finite day. Parenting, caregiving, partnership, health, household responsibilities, financial considerations, and personal values can all affect which professional choices are workable.
You decide what is relevant and how much you want to share.
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No.
The partnership focuses on leadership, decisions, communication, commercial responsibility, support, and practical change.
My counseling training allows us to understand psychological and relational patterns with greater depth, but the partnership does not diagnose or treat mental-health conditions and is not a substitute for psychotherapy, medical care, or crisis support.
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Yes.
When you purchase the partnership privately, your employer does not receive information about your sessions without your explicit written permission.
The client agreement explains the complete confidentiality, privacy, record-keeping, communication, and legal limitations.
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Yes.
Some clients use executive-development, leadership-development, coaching, or professional-development funds.
You may also purchase the partnership privately without involving your employer.
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Senior revenue roles are unpredictable.
Sessions may be rescheduled according to the partnership’s scheduling policy. The agreement includes a limited accommodation for a meaningful work, travel, health, or family disruption.
Between-session support also helps preserve continuity when something important occurs before the next meeting.
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The diagnostic stage includes an early mutual-fit checkpoint.
When either of us determines that the work is not the right fit, completed personalized work remains paid. Future undelivered services and scheduled payments are handled according to the terms provided before enrollment.
The purpose is to recognize a mismatch early rather than continue an engagement that is not serving the client.
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Some clients complete the partnership and continue independently with their Sustainability and Early-Warning Plan.
Others choose an ongoing private coaching relationship when continued decision support or leadership development would add meaningful value.
The 30-Day Integration Review helps us assess what held, what needs adjustment, and whether further work is useful.
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The Revenue Leadership Strategy Session may be a better fit when you need focused support with one consequential decision, difficult conversation, role transition, or leadership pressure point.
It is a separate 90-minute working session rather than a trial version of the Strategic Capacity Partnership.
Begin with a complimentary consultation.
The complimentary 20-minute consultation is for women considering the 90-Day Strategic Capacity Partnership.
We will discuss what is prompting you to seek support, what you would most want to be different over the next ninety days, and whether the partnership offers the right scope and structure.
There is no preparation required and no expectation that you make a decision during the call.
Let’s talk through what you are carrying, what you want to change, and whether the 90-Day Strategic Capacity Partnership is the right fit.